In Part 2 of Bringing Leadership to Life in Health 2020 many health leaders augment our depth of understanding of the five LEADS domains through stories and vignettes of “putting LEADS to work” within the health care systems of Canada, Australia, the USA, and Great Britain. We highlight recent evidence that validates each of the five LEADS domains and their capabilities: Lead Self, Engage Others, Achieve Results, Develop Coalitions, and Systems transformation. In each chapter, LEADS comes alive through the voices of practicing health leaders. Many stories describe how difficult, but do-able, it is to practice Caring leadership of self, organizations, and systems using LEADS. Each of the five core chapters also stresses the need to see your leadership through the lens of advancing gender, diversity, and inclusivity as well as providing self-directed learning tools, including a LEADS self-assessment for that capability. Give them a try on-line! Finally, in Chapter 10, we show how many people have used it as an approach to guide change.
The foundation of your leadership is the person you are. The Lead Self domain of LEADS is comprised of four capabilities. Self-motivated leaders are self aware, manage themselves, demonstrate character, and develop themselves. The evidence base—updated from 2014—for each of these four capabilities is provided. Stories and vignettes that highlight how the capabilities have been put into practice are also provided. Learning moments provide the reader with the opportunity to reflect on their own leadership practices, and to grow their own personal leadership capacity. A self-assessment—at the informal, front-line, mid-manager, senior and executive leadership contexts is provided.
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The Engage Others domain of LEADS relates to building interpersonal relationships with the people with whom you interact with on a regular basis. Engaging leaders: foster the development of others, contribute to the creation of healthy organizations, communicate effectively, and build teams. The evidence base—updated from 2014—for each of the four capabilities is provided. Part of that evidence base shows the fundamental importance of diversity and inclusion in organizations and how your leadership must facilitate that goal. Stories, vignettes, and learning are also provided. A self-assessment—at the informal, front-line, mid-manager, senior and executive leadership contexts is provided.
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The Achieve Results domain of LEADS shows how the skills of organizational management can be used to facilitate effective leadership. Applied in a continuous improvement approach, the four capabilities of Set direction, Strategically align decisions with vision, values and evidence, Take action to implement decisions, and Assess and evaluate, can be employed by the leader to generate meaningful organizational or system results. The evidence base—updated from 2014—for each of the four capabilities is provided. Stories, vignettes, and learning moments are also provided. A self-assessment—at the informal, front-line, mid-manager, senior and executive leadership contexts is provided.
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Collaborative leaders: Purposefully build partnerships and networks to achieve results, Demonstrate a commitment to customers and service, Mobilize knowledge, and Navigate sociopolitical environments effectively. Building on numerous examples of effective coalitions, drawn from both the C-suite and front-line clinical environment, each of the four capabilities of Develop Coalitions is described. The evidence base—updated from 2014—for each of the four capabilities is provided. Stories, vignettes, and learning moments are also provided. A self-assessment—at the informal, front-line, mid-manager, senior and executive leadership contexts is provided.
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LEADS is a systems-thinking based model of effective leadership. In this chapter we explore how various forms of systems create the leadership capabilities required to transform large organizations into their desired future state. Successful leaders: Demonstrate systems/critical thinking, Encourage and support innovation, Orient themselves strategically to the future, and Champion and orchestrate change. Examples are drawn from Canada, New Zealand, and Australia to highlight how these capabilities are put into practice. The evidence base—updated from 2014—for each of the four capabilities is provided. Learning moments and a self-assessment—at the informal, front-line, mid-manager, senior and executive leadership contexts are also featured.
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LEADS is more than a list of things good leaders do in their day to day work. It also can be used as a disciplined approach to create change in organizations or systems. Building on Chapter 9, this chapter further explains some of the key concepts inherent in leading change (as opposed to managing change) and presents three different case studies of how a holistic LEADS-based approach to change has been put to work. Stories, vignettes, and learning moments are also provided.
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